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Talent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.

The study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.

The study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.

The study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.

The study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.

The purpose of this research is to study the impact of talent management practices on organizational resilience in Tunisian firms in times of the sanitary crises due to COVID-19.

A hypothetico-deductive approach is adopted. First, it is hypothesized that four talent management practices positively affect organizational resilience. Then, the hypotheses were tested by using quantitative methods. Data were collected through questionnaires and analyzed with PLS-SEM techniques.

Results show that talent identification positively affects organizational resilience operationalized through the three dimensions of agility, integrity and robustness. Talent development and talent succession planning positively influence the firms' agility only, whilst talent retention had no effect on the three organizational resilience dimensions.

The findings of this research may be helpful for human resources managers to recognize among talent management practices those that are mostly associated with organizational resilience and its dimensions. This could help them revise some talent management practices and implement those that are lacking to ensure strong and resilient firms, especially in a context characterized by the occurrence of crises of different natures.

The literature review showed that talent management practices and organizational resilience relationships are understudied. This research empirically highlights the relevance of the linkage between them. It contributes to the rare existent works by identifying a significant effect of talent identification on all organizational resilience dimensions and a positive effect of talent development and succession planning on agility.

The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders cognitive and emotional association along with positive involvement at workplace among organizational members. In the context of economic competitiveness and globalisation, employers are experiencing challenge in attracting and retaining talented workers.

This paper uses quantitative design; questionnaire survey method was used for assessing the organisational talent management and employer branding. Data have been collected through a sample of 232 executives’ class employees from various coal and iron mining industries located in Indian subcontinents. Finally, 197 responses were found to be acceptable for analysis. Hypotheses were tested using a comparison of means, correlations and multiple regression analysis.

Findings of the paper show that organisational talent management is strongly and positively with the perceived employer branding. Regression analysis showed that among the eight dimensions of organisational talent management, the predictors that are most effective in predicting the employer branding are, namely, rewards and remunerates fairly, manages work–life balance and attracts and recruits talent.

This paper was limited by a small sample size and the use of a cross-sectional design is not done. On the ground of analysis, more specific approach is required to apply the findings to the general population.

Much of the work on employer branding is conceptual based on marketing principle and limited to deal with potential employees. This paper provides empirical evidence from the internal/current employees’ perspective, by investigating the relationship between organisational talent management practices and organisational attraction internally, that is, perceived employer branding. Present paper contributes significantly to the implication and understanding of social exchange theory, internal branding theory and social identity theory in organisational setting (Eisenberger et al., 1986; Liden et al., 1997; Masterson et al., 2000; Settoon et al., 1996; Wayne et al., 1997).

This paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.

This study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.

Perceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.

The present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.

The study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.

Work–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.

The purpose of this paper is to focus on three Egyptian public business schools in an attempt to explore the effect of inclusive/exclusive talent management on the organizational downsizing of academics and the mediating role of responsible leadership.

A total of 330 academics were contacted and given a set of questionnaires. After three follow-ups, a total of 240 responses were collected with a response rate of 72.73 percent. Multiple regressions were employed to show how much variation in organizational downsizing can be explained by inclusive/exclusive talent management and responsible leadership.

The findings highlighted a very weak statistical association between academics’ inclusive talent management and organizational downsizing, whereas a strong statistical association has been discovered between exclusive talent management and organizational downsizing. Statistical analysis showed that responsible leadership has no role in mediating the relationship between inclusive/exclusive talent management of academics and their downsizing.

The authors have focused on only three Egyptian public business schools, the matter that may limit opportunities to generalize the results of this study to private business schools and other faculties in Egypt. Future research could use a double source method.

By preparing a set of academic competences, business schools will be able to classify their academic staff into talented and non-talented, and accordingly they can initiate their tailored downsizing strategies. Furthermore, undertaking a responsible strategy of downsizing, which includes and is not limited to justifying the need to decrease academic staff numbers to guarantee post-redundancy care practices for laid-off academics may alleviate many of the negative psychological, societal and economic consequences of downsizing.

This paper contributes by filling a gap in HR management and higher education literature, in which empirical studies on the relationship between talent management and academics’ organizational downsizing have been limited until now. This may create better research opportunities for cross-disciplinary papers that should be done by HR, higher education and leadership scholars.

Talent management (TM) is widely seen as a key organizational challenge necessary to sustain competitive advantage. While academia has mostly focused on HRM practices associated with exclusive TM targeting organizational high performers at higher managerial levels, there are reasons why organizations should consider a more inclusive talent management (ITM) approach. They include the growing diversification of organizations and the global workforce caused by demographic changes and mobility across borders, overall talent scarcity and hard to predict market dynamics which all make future talent needs hard to anticipate. Issues such as employee perceptions of organizational justice and fairness are also important. Moreover, existing HRM orthodoxy concerned with investing in the company’s human resource and the wellbeing of employees pushes companies to invest in ITM as a path to a better working environment characterized by openness, trust and overall well-being. Few TM researchers, however, pay sufficient attention to the problems of organizational inequality and social segregation that exclusive TM might occasion and thus disregard how social exclusion and economic inequality continue to characterize many organizations. The ambition of this chapter therefore is to contribute to the development of an inclusive approach to TM. We add to the notion of ITM by bringing in literature on inclusive organizations which is absent from current theoretical development. Building on current conceptualizations in particular by Swailes et al. (2014) and Meyers and Woerkom (2014), we ask: How can literature on organizational inclusion contribute to developing more fair and equal organizations through inclusive TM practices?

The highly unpredictable, complex, and dynamic business environment forces companies to innovate constantly. One organizational response to coping with environmental pressures is organizational ambidexterity, that is, the ability to pursue simultaneously the exploitation of existing capabilities and the exploration of new opportunities. It has an impact on the way of working, and consequently, organizations need to reevaluate their talent strategies. With this conceptual contribution, we first provide a fresh view on talent and talent management (TM) by suggesting an ambidextrous TM approach, including novel TM practices that have been rather neglected in the so far dominant traditional TM approach. It centers on the system-controlling element of an ambidextrous mindset. Second, in a theory-based framework, we explain how dynamic TM capabilities (hybrid, dual, and ambidextrous TM), which represent processes for deploying, developing, and shaping talent, can contribute to gaining competitive advantages in various ambidextrous structures reflecting the complexity and dynamism of and within human resource (HR) ecosystems. The authors advance the under-researched process perspective on TM by using the lenses of the HR ecosystems discussion, insights from a dynamic view on the person–environment fit, and dynamic capabilities. The authors conclude with a broad agenda for future research in TM in dynamic environments.

This study aims to critically examine talent management practices and strategies from ethical and responsible management perspectives.

It achieves its aim through conceptual analysis by theorising through the lenses of talent philosophies, the organisational justice theory, the stakeholder theory and extant literature.

A responsible talent management construct and mode to guide the practice of talent management in a socially responsible way is developed. It argues that inclusivity; corporate responsibility; and equity and equal employment opportunity are the key underlying principles of a responsible talent management system. This study further argues that responsible talent management practices promote achievement of multilevel sustainable outcomes such as decent work, employee well-being and organisational well-being.

Emphasising responsible management and ethical concerns in organisational talent strategies and practices is non-negotiable, given the current level of interest in sustainable work and employment and in the quest to achieve sustainable human and organisational outcomes through management and organisational practices.

The development of a responsible talent management construct and model is original and novel and is expected to shape thinking and drive new research directions in the field of talent management. It further contributes directly to knowledge and practice by demonstrating how organisations can manage their talents in a responsible way.

The purpose of this study is to better understand the role of pay satisfaction and employee perception of talent management in business loyalty strategies, which implies considering both economic and non-economic variables in order to achieve organizational success.

Results from a survey of 198 workers were analysed using structural equation modelling (SEM) based on three constructs (confirmatory factor analysis, CFA). The scales used were: employee perception of talent management, pay satisfaction, and organizational commitment. Pay satisfaction acts as a mediating variable in the significant relationship between the perception of talent management and organizational commitment.

The partial mediating model hypothesised was supported by the SEM model, indicating that loyalty strategies require both good talent management and a good compensation system.

The article promotes the use of mediating variables as an explanation to better understand the strategies of loyalty in the management of talent, framed within the model of the resource-based view (RBV) theory.

The implications are important for practitioners, who normally put every effort into strategies related to economic reinforcement, since the model suggests that they should also strive to correctly apply talent management.

The study suggests the need to understand better retributive systems with an application of talent management based on improvement and professional development.

The originality lies in the article stating that the application of good talent management must be complemented with adequate compensation systems in order to achieve efficient retention strategies for talented employees.